Change Management

Change Management

Change Management is a highly used and highly misused term. Lots of methodologies, beliefs.

Around 500 BC Heraclitus already stated that change is the only constant. 2500 years later we still struggle handling it. When it is a given, why do we need to spend so much time and energy to get changes done? Really done?

We see two engines driving change, like two hearts pounding: One, manage the object of the change. Making sure the outcome is what we wanted it to be, when we set out initiating the change. The other, manage the subject of the change. Manage the ability of people to become open for, handle, accept and embrace change as such. Because, although all know we cannot stand in the same river twice, this is what most people want. They prefer the known over the unknown. Both hearts need to beat in conjunction.

Components of Change Management

  • Manage the change
    • Definition of the change
    • Benefits of the change
    • Control of the change
  • Collaboration
  • Don’t change for the sake of change. Or, if it ain’t broken, don’t fix it. Change is disruptive, change costs money and change introduces risk. Changes are investments and should be business case driven. IT implementations or changes in the system-landscape are to service the need of the money-making part of the business and are prioritized by criteria accordingly. The criteria to prioritize the change portfolio are:
  • Deliver on a legal requirement (must do’s, e.g. if financial legislation changes)
  • Ongoing projects (project are planned independent of the fiscal year and there can be financed out of sequential annual budgets).
  • Contribution to the bottom line, via a mix of:
    • Profitablity vs implementation risk
    • Revenue increase over margin improvement

CONTROL OF THE CHANGE

Project management

Program management

Project portfolio management

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